我國中小商業(yè)銀行的核心競爭力問題研究
發(fā)布時間：2019-05-14 20:40
【摘要】：核心競爭力理論研究越來越受到學術(shù)界和實業(yè)界的重視,如何構(gòu)建企業(yè)的核心競爭力是每個企業(yè)都要面對的問題。核心競爭力理論認為,企業(yè)生存的根本就是具有競爭力,而競爭力向來以企業(yè)核心競爭力為基礎(chǔ)。任何企業(yè)戰(zhàn)略目標的實質(zhì)就是不斷構(gòu)建和完善自身的核心競爭力,清晰界定核心競爭力的概念,認清核心競爭力的特性,結(jié)合企業(yè)所處的環(huán)境,規(guī)范化、合理化的管理好企業(yè)各項資源,能夠使企業(yè)存在長期的競爭力。核心競爭力理論的研究很少涉及到中小商業(yè)銀行,本文在以往銀行競爭力研究的基礎(chǔ)上,結(jié)合核心競爭力理論提取出中小商業(yè)銀行核心競爭力的特征,找出中小商業(yè)銀行核心競爭力的主要來源。 中小商業(yè)銀行核心競爭力主要由稀有能力、難以效仿能力、有價值能力和不可替代能力構(gòu)成,從行業(yè)競爭對手的角度來看,指的是不可效仿的特有能力。中小商業(yè)銀行核心競爭力的基礎(chǔ)是人力資源和服務(wù)水平,它們是核心競爭力的載體。中小商業(yè)銀行的無形資源包括銀行的信譽、產(chǎn)品品牌、產(chǎn)品創(chuàng)新能力、員工學習能力和獲取信息的能力。中小商業(yè)銀行的核心競爭力由很多資源組成,核心競爭力的競爭也就是銀行資源的競爭,因此,科學合理的評價中小商業(yè)銀行核心競爭力對識別銀行間差距和差異非常重要。 文章選取一些評價指標作為核心競爭力的評價體系,選擇理想的銀行作為參照對象,依據(jù)灰色系統(tǒng)評價理論對中小商業(yè)銀行進行分析和評價,計算出中小商業(yè)銀行核心競爭力大小的排序,按照排序的大小選擇出核心競爭力最強的銀行。評價模型可以反映出與行業(yè)里優(yōu)秀銀行的差距,幫助中小銀行修正自己的發(fā)展方向。我國現(xiàn)代企業(yè)制度不完善與銀行缺乏國際視野影響了中小商業(yè)銀行的創(chuàng)造力,同時也影響了核心競爭力的培育和構(gòu)建。因此,中小商業(yè)銀行要保持現(xiàn)有競爭力的同時,不斷抓住市場需求和信息的反饋,動態(tài)調(diào)整自身的發(fā)展策略,不斷完善核心競爭力。
[Abstract]:The theoretical research of core competence has been paid more and more attention by academia and industry. How to construct the core competence of enterprises is a problem that every enterprise has to face. According to the theory of core competence, the survival of enterprises is based on competitiveness, and competitiveness has always been based on the core competitiveness of enterprises. The essence of the strategic goal of any enterprise is to constantly construct and improve its own core competitiveness, clearly define the concept of core competitiveness, recognize the characteristics of core competitiveness, combine the environment in which the enterprise is located, and standardize. Reasonable management of enterprise resources, can make enterprises have long-term competitiveness. The research on the theory of core competence rarely involves small and medium-sized commercial banks. On the basis of the previous research on the competitiveness of small and medium-sized commercial banks, this paper extract the characteristics of the core competitiveness of small and medium-sized commercial banks combined with the theory of core competitiveness. Find out the main source of the core competitiveness of small and medium-sized commercial banks. The core competitiveness of small and medium-sized commercial banks is mainly composed of rare ability, difficult to emulate ability, valuable ability and irreplaceable ability. From the point of view of industry competitors, it refers to the unique ability that can not be emulated. The core competence of small and medium-sized commercial banks is based on human resources and service level, and they are the carriers of core competitiveness. The intangible resources of small and medium-sized commercial banks include bank reputation, product brand, product innovation ability, employee learning ability and access to information. The core competence of small and medium-sized commercial banks is composed of many resources, and the competition of core competitiveness is the competition of bank resources. Therefore, scientific and reasonable evaluation of the core competitiveness of small and medium-sized commercial banks is very important to identify the gap and differences between banks. This paper selects some evaluation indexes as the evaluation system of core competitiveness, selects the ideal bank as the reference object, and analyzes and evaluates the small and medium-sized commercial banks according to the grey system evaluation theory. The ranking of the core competence of small and medium-sized commercial banks is calculated, and the banks with the strongest core competence are selected according to the ranking. The evaluation model can reflect the gap with the excellent banks in the industry and help the small and medium-sized banks to correct their own development direction. The imperfection of modern enterprise system and the lack of international vision of banks in China affect the creativity of small and medium-sized commercial banks, as well as the cultivation and construction of core competitiveness. Therefore, small and medium-sized commercial banks should maintain their existing competitiveness, constantly grasp the feedback of market demand and information, dynamically adjust their own development strategy, and constantly improve their core competitiveness.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F832.33
本文編號：2477033
[Abstract]:The theoretical research of core competence has been paid more and more attention by academia and industry. How to construct the core competence of enterprises is a problem that every enterprise has to face. According to the theory of core competence, the survival of enterprises is based on competitiveness, and competitiveness has always been based on the core competitiveness of enterprises. The essence of the strategic goal of any enterprise is to constantly construct and improve its own core competitiveness, clearly define the concept of core competitiveness, recognize the characteristics of core competitiveness, combine the environment in which the enterprise is located, and standardize. Reasonable management of enterprise resources, can make enterprises have long-term competitiveness. The research on the theory of core competence rarely involves small and medium-sized commercial banks. On the basis of the previous research on the competitiveness of small and medium-sized commercial banks, this paper extract the characteristics of the core competitiveness of small and medium-sized commercial banks combined with the theory of core competitiveness. Find out the main source of the core competitiveness of small and medium-sized commercial banks. The core competitiveness of small and medium-sized commercial banks is mainly composed of rare ability, difficult to emulate ability, valuable ability and irreplaceable ability. From the point of view of industry competitors, it refers to the unique ability that can not be emulated. The core competence of small and medium-sized commercial banks is based on human resources and service level, and they are the carriers of core competitiveness. The intangible resources of small and medium-sized commercial banks include bank reputation, product brand, product innovation ability, employee learning ability and access to information. The core competence of small and medium-sized commercial banks is composed of many resources, and the competition of core competitiveness is the competition of bank resources. Therefore, scientific and reasonable evaluation of the core competitiveness of small and medium-sized commercial banks is very important to identify the gap and differences between banks. This paper selects some evaluation indexes as the evaluation system of core competitiveness, selects the ideal bank as the reference object, and analyzes and evaluates the small and medium-sized commercial banks according to the grey system evaluation theory. The ranking of the core competence of small and medium-sized commercial banks is calculated, and the banks with the strongest core competence are selected according to the ranking. The evaluation model can reflect the gap with the excellent banks in the industry and help the small and medium-sized banks to correct their own development direction. The imperfection of modern enterprise system and the lack of international vision of banks in China affect the creativity of small and medium-sized commercial banks, as well as the cultivation and construction of core competitiveness. Therefore, small and medium-sized commercial banks should maintain their existing competitiveness, constantly grasp the feedback of market demand and information, dynamically adjust their own development strategy, and constantly improve their core competitiveness.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F832.33
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